Organisations invest heavily in setting strategy. Whether it takes hold often depends on the managers who have to interpret competing priorities, make trade-offs and turn broad intent into everyday decisions.

Right now, many businesses are being directly and indirectly impacted by ongoing disruption to shipping at the Strait of Hormuz.

Leaders are expected to plan for the future, whether they are in big or small business, government, or good-deed organisations

Surviving global shifts is no longer an option. How you approach the inevitable challenge depends on both context and core capabilities.

Most predictions are wrong. But it’s still important to pay attention to the weak signals of change.

What if the unraveling of the Kraft-Heinz merger is actually a signal of a much more profound shift?

CEOs need a clear conviction about where they can most effectively direct their efforts to shape their organizations. It’s not just about which challenges they have the ability to address; there would be too many to count.

Have an impossible-sounding goal? Jeff Bezos says work backward until you find controllable inputs.

The company found that its winning South African offering had to be adapted to accommodate local preferences in some of the foreign markets it entered.

South Africa’s steel industry is on the brink with high costs, weak policies and outdated tech threatening its future. Can it be saved?